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As your company gains momentum, an extra pair of hands can seem
vital. And it might be. But if you still don't have full funding
or are relying on clients to keep your cash flowing at the right
clip, moving too quickly on a hire can mean weighting yourself
down unnecessarily.

The truth is, even when you're sure you need a new project
manager,
you may really not. It's at times like this when it's important
to step back and examine your plan in cold light. Before you add
to your staff, ask yourself these three questions.

1. How will you pay for the new hire? If you
can't draw a straight line between the hire and an
increase in your margin, don't do it. Too often, entrepreneurs
justify new staff by pointing to their financial pipeline -- the
sales they're about to close or the investment round that's soon
to come through. To be sure, it's a hopeful time when you're
preparing to sign a deal. But hope isn't a reason to add expense.

2. Are you hiring for the right role? Say you've
been hunting for a project manager but haven't found anyone who
fits the bill. Then you meet a developer who's got a stellar
resume along with experience as a team lead. She's looking to
make a change and thinks working for you would be a gas. A
better-than-hoped for solution? No.There are specific holes in
your operation that need to be plugged, but this person’s skills
lie in other areas. This hire doesn’t address your core needs
which will remain unaddressed after the hire.

3. How does your team feel about it? In some
cases, team members may be clamoring for a new hire to help them
keep things going and retain their sanity. If that's the case,
your job is to ask them about how a new person will streamline
their work, help them accomplish more and strengthen the
business's finances. In other cases, you may have decided on your
own that the team needs help which it might not. Talk to staffers
about what they need since their problems could be solved a
number of ways that don’t involve new staff, including by adding
technology or even getting other departments to pitch in during
rare busy times. By surveying your staff, you’ll get a fuller
picture of your team’s needs.

And don't forget hiring’s personal dimension. Bringing in a
developer may get your existing developer's nose out of joint if
he believes he's got everything under control. While his feelings
may or may not change your mind, consulting with all involved
will help you identify any challenges you'll have to address to
keep everyone happy and productive.